emc world 2016 steps to devops by brian roche
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BRIAN ROCHE: A PRAGMATIC LOOK AT LEAN1
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2© Copyright 2016 EMC Corporation. All rights reserved.
STEPS TO DEVOPS – A PRAGMATIC LOOK AT LEANBRIAN ROCHE
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our world has changed
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The software disruption
Software is eating the world…– Marc Andreessen, 2011
Daily Steps
Oil & gas
Big data
d
cars
Self driving
agriculture
efficiency
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Your world has changedSome of you may not have
changedMany careers may face extinction
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S&P index
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Your world has changedSome of you may not have
changedMany careers may face extinctionThere is a better way
Learn by doing
BRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS
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Transform your team
Transform your company
Transform yourself
Learn by doing
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What will you get out of this talk?
Time to marketspeed
Sustainable bizsuccess
The basicsdevops
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Steps to devopsA pragmatic look at lean
Brian Rochedojoblog.emc.com@brianrochebos @emcdojo
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The emc dojo team is hereJoin us at our booth
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How do I get started? Dive right inAct your way to new thinking, Learn by ‘doing’
TAKE THE FIRS
T STEP
Learn by doin
g
Keep learning
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steps to transformation
BALANCED TEAMS
BUILD, MEASURE,
LEARN
BMLTEST DRIVEN
DEVELOPMENT
tdd
MINIMUM VIABLE PRODUCT
MVPTIME,
INVENTORY
CONTINUOUS DELIVERY
CD
FEEDBACK
pairing
ELIMINATE WASTE
EXTREME PROGRAMMING
CONTINUOUS IMPROVEMENT
SUSTAINABLE PACE
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Edward hieattSvp – services at pivotal
labs
“The secret to our success is pair programming.
“
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PAIRINGlaying the foundation
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Everything is a-okMeet Jackie
Works in a software companypromoted to director of engineeringManages an enterprise applicationToday is her first day with her new team
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MEET jackie’s TEAMTHE A-TEAM
ROCKSTARS
Everyone on Jackie’s team
is a super star. Heroes in their own
right.
EXPLORERS
THEY BLAZE THE TRAIL ON
NEW FUNCTIONALIT
Y always working alone.
ROCKET SCIENCE
WHAT THEY WORK ON IS LIKE ROCKET SCIENCE AND
YOU WOULDN’T
UNDERSTAND.
reckless
LIKE A ROCK CLIMBER WORKING
WITHOUT ANY SAFETY GEAR.
SUPER HERO
THEY ARE THE SINGLE POINT OF FAILURE.
IRREPLACEABLE – LIFE
WOULD END WITHOUT
THEM.
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Jackie’s team sits here
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PRODUCTION OUTAGEALL USERS LOCKED OUTCUSTOMERS ARE FURIOUS
“System wide outage brings critical business transactions to a halt.” SYSTEM ERROR
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SYSTEM ERROR
WHAT CAN WE DO?Pull the entire team together to brainstorm a solution
Outages happen all the timeDevelopers afraid to touch the codeEvery change leads to regressionContinuous restarts to avoid disaster
If only There was a better way
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PAIR PROGRAMMINGHOW IT WORKS
TWO DEVELOPERS WRITE CODE AT 1 MACHINE1DRIVER IMPLEMENTS THE CODE2OBSERVER NAVIGATES AND REVIEWS THE CODE3BOTH THINK ABOUT STRATEGIC IMPLICATIONS4
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welcome to the new worldFun, Open, collaborative
environments
WE VALUE APTITUDE OVER SPECIALIZATIONCONTINUOUSLY ADAPTING TO CHANGE
ROTATE OFTEN
WE WOULD NEVER GO BACK!
Rediscover software development
QUICKERON-RAMP
BETTERENGAGEME
NT
HIGHERCODE
QUALITY
SHARED ‘context’
ADAPTIVE TO
CHANGE
EMPATHY
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XPExtreme
ProgrammingCODE REVIEWSARE GOOD, WE DO THEM ALL THE TIME
SIMPLICITYWE BUILD THE
SIMPLEST THING AND ITERATE
TESTING & INTEGRATIONIS GOOD, WE DO IT ALL THE TIME
SHORT ITERATIONSBUILDING SMALL
ENABLES US TO ADAPT TO CHANGES QUICKLY
DESIGNACTIVELY THINKING ABOUT YOUR CODE IS GOOD, WE DO IT ALL THE TIME
ARCHITECTUREA GOOD ARCHITECTURE
IS IMPORTANT, WE FOCUS ON IT EVERY
DAY
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Welcome to the new world
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THE RESULTs OF adopting pair programming
EMPATHY FOR CUSTOMEREMPATHY FOR EACH OTHERSOLVE PROBLEMS TOGETHER
OWNERSHIP OF PROBLEMSNO MORE ROCK STARS
WE RAISE THE WATER LEVEL OF ‘KNOWLEDGE’ IN THE TEAM CONSISTENTLY BECAUSE WE ROTATE PAIRS OFTEN.
EMPATHY FOR EVERYONE
SHARED RESPONSIBILITY
Higher quality code
PAIRING
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TDD & Continuous
deliveryBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS
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Cost of change curve
Cost
of c
hang
e
Time
requirements Analysis &design
coding productionqa
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TDD TEST DRIVEN DEVELOPMENTHOW IT WORKS
1 WRITE AUTOMATED TEST CODE FIRST
2 RUN THE TEST = RED (FAILED)
3 WRITE SOME CODE = GREEN (TEST PASS)
4 CLEAN UP THE CODE = REFACTOR
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TDD BENEFITS
Safety net
DEPLOYMENT
Lean codeFAST
FEEDBACK
QUALITY
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Continuous Delivery PipelineWhen the pipeline stops,
we stop
Step 3CONTINUO
USINTEGRATI
ON
Step 2
Run test automat
ion customer
feedbackStep 4
DEPLOYStep 1
Write the code
WE ARE GOOD AT SHIPPING CODE BECAUSE WE SHIP ALL THE TIME
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Continuous delivery
Immediate feedbackShorten the cycle of releases so you can get visible, immediate feedback
Adaptability Adaptability trumps rigidity, a key operating philosophy at the EMC Dojo
Deliver completed software, immediately Bi-weekly release are not CI
Pace to marketPace-to-market will become of your competitive advantage
Small batch releases are your friendCI enables software to be pushed to production TDD enables this reliably
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THE RESULTs OF adopting tdd and CI
PAIRING
CHANGE CODE WITH CONFIDENCE. FEEDBACK ON REGRESSIONS.
DELIVER IMMEDIATELY WITH CONFIDENCE
CUSTOMERS CONSUME UPGRADES SEAMLESSLY
DELIVER CODE RAPIDLY
Customer confidence
Seamless upgrades
tdd
CI/CD
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Build, measure, learn
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The worst thing that can happen when you release software is, no one cares.
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WATERSCRUMFALLSO WHAT’S WRONG WITH IT ANYWAY?
All requirements are well known
Product definition is stable
Technology is well understood
There’s nothing wrong if …
Little adaptation to customers is needed
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Sequential design process used in software
development
Waterfall
maintenance
verification
implement
Design
Requirements
The Lean revolution
TAIICHO OHNOThe Toyota Production System
The customer should be The most important part of
the production process
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Potential waste
ACHIEVING FAILURECustomer feedback is
quarters away
Q1 Q2 Q3 Q4
Design
Build
Test
Release 1
InceptionRisk
= U
n-va
lidat
ed E
ffort
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Lean is a strategy for
building software in
times of extreme
uncertainty
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BUILD MEASURE LEARN CYCLEValidated Learning
Build
Measure
Learn
Risk
= U
n-va
lidat
ed E
ffort
Time
Build
Learn Learn Learn
Measure
Learn
Build
Measure
Learn
Build
Measure
Build
Measure
Build
MeasureBuild
Measure
Learn
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THE RESULTs OF adopting BML
PAIRING
CUSTOMER VALIDATES THE DELIVERABLE
LESS UN-VALIDATED EFFORT
LESS THROW AWAY WORK
Quick feedback
Reduced inventory
Less waste
tdd
CI/CD
BML
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MVPBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS
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Answering the question, ‘How can we build more quickly?’
Is only one part of the equation, we need figure out ‘what’ to build and do it quickly.
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Should we build this product?
The dominant question is notCan we build this product?
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failureThe great equalizer
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BUILD MEASURE LEARN CYCLE
measure
BUILD
learn
TddContinuous integrationContinuous
deliveryrefactoring
Customer interviews
The five whysFalsifiable hypothesisSplit tests
Split testsUsability testsClear product
ownerNet promoter
score
mvp
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Minimum viable product
+ + =FIGURE OUT
THE PROBLEM THAT NEEDS TO BE SOLVED AND DEVELOPING A
(MVP) TO BEGIN THE PROCESS
OF LEARNING AS QUICKLY AS POSSIBLE.
01DID OUR
SOLUTION SOLVE THE
CUSTOMER’S NEEDS? IS
THE SOLUTION VALUABLE?
02DID WE
VALIDATE OUR HYPOTHESIS ABOUT THE PRODUCT STRATEGY
AND ENGINE OF GROWTH?
03OUR ULTIMATE
GOAL IS TO BUILD A
SUSTAINABLE BUSINESS
WITH MAXIMUM
ACCELERATION
04The problem valuable Pivot or persevere
Sustainable business
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User Stories
Pivotal LabsProduct Manager
Heddy Stern
PM
User stories are the smallest possible change to the product that will bring incremental value to users.
““
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It begins withan assumption
What’s the smallest thing we can build to solve the customer problem.What & why
A feature implemented independent of other stories.independent
A complete piece of user ‘value’ with a clear definition of done.complete
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Build Measure LearnThe correct way to BML
Iteration 4Iteration 3Iteration 1 Iteration 2
The smallest possible ‘thing’Build
Did it solve the customer problem?
MeasureDid it solve the customer problem?
Learn
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THE RESULTs OF adopting MVP
PAIRING
measure the progress we are making
Is our hypothesis correct?Are we on the right track?Did we solve the customer’s problems
Product usage can be measured
Innovation accounting
Pivot or persevere
Quantitative measurement
tdd
CI/CD
BML
MVP
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eliminate wasteBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS
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Lean manufacturingTypes of waste
transport inventory motion waiting
skillsdefectsOver
processing
Over productio
n
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Team focus?Does your focused team
look like this?
Endless meetingsConstant interruptionsCollaboration overJuggling 5 projects
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Devopsfocused work week
monday
Stand up
Business value
personal
lunch
Business value
9:00 am
1:30 – 6:00 afternoon
6:00 pm end
12:30 – 1:30 Lunch
9:15 – 12:30 morning
tuesday
Stand up
Business value
personal
lunch
Business value
wednesday
Stand up
Business value
personal
lunch
Business value
thursday
Stand up
Business value
personal
lunch
Business value
friday
Stand up
Business value
personal
lunch
Business value
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3 meetings to success
daily standup
15 minutes
iteration planning
30 minutes
retrospective
60 minutes
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Our focus
We sit togetherPM, UX, Dev all sit
together, everyone around us is working on
the same goal. The space is really important
One goalSmall teams work on a
single shared problem.
Avoid wasteMeetings are waste, keep
them to a minimum. IPM, Retro, Standup
Eliminate idle timeLong running tasks >20
minutes = pickup another story from the
backlog
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THE RESULTs OF adopting eliminating waste
PAIRING
Team focused on what mattersSingle focus
Teams sit together to reduce communication waste
Team is more productiveWorking on what mattersThey deliver more quickly and feel happier
focus
Co-location
productivity
tdd
CI/CD
BML
MVPeliminat
ewaste
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Feedback, Balanced teamsBRIAN ROCHE: A PRAGMATIC LOOK AT LEANBRIANROCHEBOS
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Unresolved conflict – the silent team killerTeam performance
Time PressuresIneffective
Communication Feedback
PracticeThe Blame
Game
Assuming malicious
IntentBack stabbing and coalition
forming
HarborGrudges
Everyone
is the
enemy
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Research on Great teams
collaborationTime spent
collaborating has increased
to 50% or more
50%
startGoogle
commissioned research to
begin 5 years ago
5
teamsExamined 180 teams across
the entire company
180
patternsAfter
surveying 180 teams, google
found no patterns
0work
¾ of people’s day is spent collaborating
with team mates
¾
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What makes a great team
Teamnorms psychologi
calsafetyheard
mutualrespect
socialsensitivit
ydependab
ility
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Retros (retrospectives)Our ‘way’ of working changes
all the time
Whole-team
learningTeams learn to navigate conflict, by having uncom-
fortable, but necessary discussions.
Generateaction
More than an end of iteration wrap-up. Teams generate real
actions and change.
teamissuesTeam issues are as
challenging as technical issues – if not more so.
development
processTeams assess their ability to break down and solve problems and make
improvements.
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THE RESULTs OF incorporating feedback
PAIRINGtdd
CI/CD
BML
MVPeliminat
ewaste
Feedback
BALANCED
TEAMS
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OPSRELEASEENG
RELEASEENGDEVELOPMENT
devopsQA OPS
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devopsdevopsdevo
ps
Shared ownershipempathy
predictability Higher qualityContinuous delivery
Seamless upgradesLess waste
focus
tddpairing
Automate everything Better-closer-togethertrust
devopsbetter
together
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Inside outtheHappens from Evolution
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Don’t swim half way and turn backTransform yourself
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conclusionWhat have we learned?
There is a Better way
The worldHas
changedLearn by
doingTransform yourself
Change the
world
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Thank youdojoblog.emc.com@brianrochebos @emcdojo
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What will your transformation look like?
Share your devops transformation story
@brianrochebos
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